INTE1030 .pptx - \u2014 INTE1030 Lecture 8 Implementing a digital mindset Dr Sophia Duan School of Business IT Logistics 1 Digital Strategy Road Map Where

INTE1030 .pptx - — INTE1030 Lecture 8 Implementing a...

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INTE1030 Lecture 8 Implementing a digital mindset Dr Sophia Duan School of Business IT & Logistics 1
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2 Evaluate current performance External - Environment Analysis Industry Analysis Internal - Company Analysis SWOT Analysis Digital Capability Alignment Maturity Strategy Definition Strategy Implementation Strategy Evaluation Strategy Analysis & objectives Initiate/ Analyse Strategy definition and options Strategy Implementation Where are we now? Where should we go? How do we get there? How do we know when there? RMIT University Digital Strategy Road Map
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RMIT University 3 VALUE Ease of Implementation Value Factors Cost Reduction NPV Increase Time savings Staff savings Cycle time compression Strategic alignment Quality factors Increase in control Broader applicability etc . Ease of Implementation Factors Culture change Process change Systems change Time line Capabilities required External factors Training needs Knowledge availability Leadership, Risk High Priority Quick Wins Avoid / Hold for Value Improvement Long Term Initiatives Implementation Consideration: Value Analysis and Prioritisation Based on: Digital Strategic context Digital Strategy analysis Digital Strategy objective Previous Experience
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RMIT University 4 Digital Strategy Performance Management Increasingly, corporate governance insists that C level mangers (including IT) provide hard facts on strategy and business results. Information technology (IT) products, services, and delivery processes are important resources for results-driven business and operations. Measuring and communicating the value provided by the IT function continues to be a challenge for CIOs Traditional IT metrics such as IT budgets or spending as percentage of revenue can foster a focus on cost rather than maximizing the business value of digital investments Important components of firm performance , such as business process capabilities are digitally-enabled but are one step removed from traditional firm-level financial metrics measures Well governed organisations rely heavily on performance measures to operationalise strategies and objectives, quantify and benchmark successes and problems , and allocate resources to continuously learn and innovate .
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RMIT University 5 Why Measuring Digital Performance? The performance of IT unit vs. how IT can transform business performance Improve IT unit performance Drive IT value conversation with business executives Changing behavior Motivating employees Focus decision Provides input to resource allocation and planning Improve relationship build a common results language among all decision- makers and stakeholders Find new sources of value for digital investment Trust and Credibility
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RMIT University 6 Digital Performance Measurement and Governance Define responsibility Developing measures and metrics Data collection and analysis capability Benchmarking Reporting audiences and levels
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